2007 05 Ifmis of Tomorrow

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New

Technologiesfor PublicFinancial

ManagementMay 2007ICGFM


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Preface

Slides have been updated with the scriptused for ICGFM (see notes pages)

Additional information sources slides havebeen added at the end of the presentation

For discussion, clarification, or expansionof concepts or desire to have custompresentation provided via WebX or in-

person, e-mail me [email protected]
mailto:[email protected]:[email protected]


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governmentIntegrated Financial Information Management

Systems (IFMIS)

of tomorrow

How computer technology trends

today are defining


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Agenda

Market and technology forcesaffecting Public FinancialManagement (PFM)

Technology and PFM reform 10 key technology and market

trends

Conclusions


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ICT makes a countrys economy more efficient

and globally competitive, improves health and

education services,and creates new sources of income and

employment for poor people.

World Bank,April 2006


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IFMIS in Government Today

Typical Solutions Custom-developed or bespoke

Enterprise Resource Planning (ERP)

Specialized government IFMIS applications

Typical DifficultiesInflexibility to adapt to reform and

decentralization

Sustainability by government ICT staff

Integration between budget execution andaccounting

Integration between front-office and back-office


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Technology in Context

Technology

IFMIS

Public Financial Management

Modernization and Reform

Government Objectives

T h l V d


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Technology VendorViewpoint

Technology

IFMIS

PublicFinancialManagement

ModernizationandReform

GovernmentObjectives


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Government IFMIS of tomorrow

The four computer and market

technology forces of today that aredefining


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1. Consolidation


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2. Disintegration


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3. Innovation


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4. Integration


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10 Technology TrendsConsolidation

1. Enterprise software consolidation2. Open source software3. Commoditization of the software stack

Disintegration4. Decentralization

5. Business process management6. Software as a service (SaaS) and shared services

Innovation7. The web as a platform - Web 2.08. Wireless government

Integration9. Corporate Performance Management (&

Government Performance Management)10. Service Oriented Architectures (SOA)


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with government and development trends

Not all technology and market

trends are consistent


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ERP systems have become bloated

understructures that have becometoo expensive to maintain.

Bruce Richardson, AMR

ResearchAugust 2006

1. Market consolidation


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What is Enterprise Software?

Many acronyms: ERP (Enterprise Resource Planning)

SCM (Supply Chain Management)

CRM (Customer Relationship

Management) CM (Content Management)

CPM (Corporate PerformanceManagement)

BPM (Business Process Management)

and many others


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Enterprise Software Market

ERP CRMSCM

BPM

CPM

CM

Si b lSi b l


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Microsoft

SAP

Infor

Oracle

Sage

LawsonEpicor

Chinadotcom

Siebel

Retek

PeopleSoft

JDEdwards

Vantive

Triversity

SSAGlobal

Baan

MarcamE-piphany

Ironside

Mapics

Lilly

GeacJDA

Extensity

Comshare

Datastream

FRX

GreatPlains

Navision

Damgaard

AxaptaSoloman

Scala

Intentia

Ross

Pivotal

Accpac

Best

Mas 90/200

Peachtree

Timerline

Siebel

Retek

PeopleSoft

JDEdwards

Vantive

Triversity

SSAGlobal

Baan

MarcamE-piphany

Ironside

Mapics

Lilly

GeacJDA

Extensity

Comshare

Datastream

FRX

GreatPlains

Navision

Damgaard

AxaptaSoloman

Scala

Intentia

Ross

Pivotal

Accpac

Best

Mas 90/200

Peachtree

Timerline


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Drivers for Consolidation

Lack of organicgrowth Shareholders want companies to invest in

more growth

Perception thatbig = winning

Maintenance business model

Buy customers

Own customers:barriers to entry

Lack of value for upgrading


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Current Situation

Survival of the fittest? Pressureto enter new horizontal andvertical markets

New stack wars

SME market Emerging markets

Overlapping technology portfolio

Consolidators attempting economies ofscale

Customer satisfaction?


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The growth of free, open-source softwarepresents developing countries with an

opportunity to escape from technological

dependence on developedcountries, but also a challenge to

build up local expertise

Dr. Mike Reed, UNU International

Institute for Software

Technology March 2006

2. Open Source Software


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Open Source in GovernmentAfrica South Africa

Asia and the Pacific Japan, China, Korea, Singapore, Thailand, Taiwan, India, Israel

Australia - Department of Veterans Affairs, Bureau of Meteorology,Taxation Office, Department of Health and Centrelink, South AustraliaGovernment, Australian Capital Territory, NSW Department ofAgriculture, Northern Territory Department of Education

Europe European Union (EU) - Belgium, Bulgaria, Denmark, Estonia, France,

Germany, Portugal, Spain, UKNon-EU countries - Ukraine

Cities - City of Munich

Latin America Brazil, Peru, Argentina, Columbia, Mexico, Venezuela

North America

(USA)

Federal Government - DOD, NSA, NASA, NIST, FEMA, USAID, DOL,National Weather Service, FAA

State Government - California, Oregon, Massachusetts, Hawaii,Delaware, Texas, Rhode Island, Utah

Municipal Government - City of Austin, Dallam County Texas


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Drivers for Open Source

Software commoditization - lack ofincremental benefits in commercialinfrastructure software

Government self-reliance reduce

national technological dependence

Cost and choice - cost for license

compliance

Future proofing


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Current Situation

Rapid uptake in emerging countries Proven performance and reliability

Infrastructure middleware success

Java EE, Apache, MySQL, Linux,JBoss, Tomcat, OpenOffice

Some assembly required

Usability issues

Market volatility

Not established in business applications


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Middleware the layer of softwareused to connect two applications

or to connect an application to the network is approaching acommodity state.

Patrick Carey and Bernard Gleason,

Vision 2010Future of

Business Software

Applications August 2005

3. Commoditization of the software

stack


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Software Stack

BusinessApplications

Middleware

Database

OperatingSystem

Server

Network

StorageManagement


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Drivers for Commoditization

1. Standards= Ability to interchange middleware

Lower cost from vendors

2. Market maturation

more and more functionality inmiddleware driving costs down

Application vendors want to bemiddleware neutral

Customers do not want to be locked-in


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Current Situation

Accelerated Commoditization Price pressure on middleware

Middleware standards are being set bygovernments (USA: F.E.A.)

Many governments developed opensource middleware policies

On the Internet, no one knows what

middleware you are running


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including political devolution,

de-concentration,delegation, and transfer

to non-governmental organizations,

promotes democracy andgood governance by providing aninstitutional framework to bring

decision-making closer to the peopleShabir Cheema United Nations Global

Forum for Reinventing GovernmentNovember 2006

4. De-centralization,


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Devolution

DelegationDe-concentration

Divestment


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Budgets

Ministry 1

MunicipalGovt

MunicipalGovt

Virements

Information

Virements

Information

Virements

Information

MunicipalGovt

ProvincialGovt

National

Government


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National

Government

ProvincialGovt

Ministry 1

MunicipalGovt

MunicipalGovt

MunicipalGovt

Reporting

Outturn Expenditure

Information

Outturn Expenditure

Information

Outturn Expenditure

Information


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Drivers for De-centralization

Administrative Decentralization Improve government efficiency andeffectiveness = improve outcomes

Large % of government budgets deployed

locally Local and cultural autonomy

Fiscal Decentralization

Improves participation = more stablecountries

Reduce waste and corruption


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Current Situation

Conflictswith computing trend tointegration (centralization)

Clear trend: devolution on everycontinent

Local capacity and sustainability issues

Difficulties in extending governance with

existing solutions


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Success with BPM also requires aculture of real-time management ..

and may need a separateprocess center of excellence.

Gartner GroupFebruary 2006

5. Business Process Management

What is Business Process


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What is Business ProcessManagement (BPM)?

Workflow

Integration

Design andDevelopment

BusinessActivity

Monitoring

Orchestration


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Industry Drivers for BPM

Maximizing efficiency - workflow andintegration enables greater automation

Difficulties in adaptingERP aftercustomization

Best practices from the private sector?

Horizontal companies hope BPM willreduce customization costs


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Current Situation of BPM

Established in compliance solutions Leveraged in process e-government

Not established in government IFMIS

Well established standards Performance/functionality compromise

No market leading vendor


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SaaS benefits are crystallizing,

but chaos still abounds

Robert Bois,Aberdeen GroupJune 2006

6. Software as a Service (SaaS)

What is Software as a


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What is Software as aService (SaaS)?

Applications are hosted externally: e.g.Salesforce

Typically priced on a subscription basis

Typically provides minimal customization

Business model for SOHO, small to largeorganizations

Evolution of ASP(Application Server

Provider), but typically serving a purpose-built application


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Drivers for SaaS High cost to maintain complex software and

infrastructure

Licenses

Upgrades

Networks Databases

SaaS supports fast growth

Attractive for smaller organizations


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Current Situation

Increasing as a % of the market (from 0to..)

Uneven adoption: high in customerrelationship management

Rarely used in government back-officeapplicationswhy?

Similar technology used for sharedservices, yet

E-Procurement ideal application Emergence of appliances


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No matter how you brand the hype,get ready for a quantum leap in the way

the Web works and more importantly how it works for you and your business.

Wayne Gomes, Rich Internet

Group November 2005

7. The Web as a Platform - Web 2.0


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What is Web 2.0? An umbrella term for second wave of internet

innovation Web as platform + diversity of platforms Mash-ups + syndication Social software + community

Open source + rapid development Rich web interfaces Distributed documentation & data

Companies: SixApart, Flickr, Pandora,Pageflakes, FaceBook, YouTube

Underlying technologies: blogs, wikis, AJAX,RSS, REST, SOAP, VOIP, podcasting, Skype,BitTorrent, Wikipedia


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Web 2.0 is the network as platform,spanning all connected devices

creating network effects through an

"architecture of participation,"and going beyond the page metaphor

of Web 1.0 to deliver rich user experiences.

Tim OReilly, OReilly Media


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Drivers for Web 2.0

The Web as a Platform using the internet as anAPI for new applications

Radical decentralization distributed data, reused,remixed, (re)-aggregated, and (re)-syndicated

Self-service and participation

Infrastructure is available

The Network Effect

The Long Tail


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Web 2.0 in Government

Norway has the first Web 2.0 GovernmenteNorway 2009 initiative

US Government Ready for Web 2.0

Blogs the govsphere is growing fast

RSS feeds proliferating rapidly among USgovernment agencies

Wikis adopted by UK, US government for

collaborative telework


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Current Situation

Consumer market driving businessapplications

Corporations adopting bloggingtechnology (Microsoft Channel 9)

Superior collaborative capabilities

Upset commercial vendor status-quo

Security concerns in government


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New wireless technology is resulting ininnovative business models

and holds the promise of connecting poor users,

extending competition to all market segments,and accelerating development of broadband

infrastructure and access.

World BankApril 2006

8. Wireless Government


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What is Wireless Government?

Light e-government using mobile telephonetechnology

Mobile telephone as kiosk

Citizens and Businesses

Finding government services Notifications and alerts

Civil Service

Requisitions and receiving

Approvals Time & Attendance


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Drivers for Wireless Government

Proven voice and text technologies Mobile telephone is the tool of choice forsmall transactions

Growth in emerging countries

Overcoming the digital divide

Citizen and civil servant usable andinexpensive


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Current Situation

Early adoption in government Exposing IFMIS capabilities via wirelessdevices is difficult

Remains differences among devices

Most e-government needs computersand the Internet

Practical work on life events


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Agencies are addressing goals of decreasingadministrative burdens, lowering costs, enabling

better informed decision making, and ensuringtmeliness in responding to sector needs.

Aberdeen GroupMarch 2004

9. Corporate Performance and

Government Performance Management


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Drivers for Corporate


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pPerformance Management

Too much information

Business Intelligence tools such asreporting are not prescriptive

Not all indicators are relevant

Financial information is after the factyou cannot change the past

Many non-integrated Business

Intelligence (BI) tools


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Corporate Performance Objectives

Key Performance Indicators (KPIs) and

scorecards are simple to understand

KPIs measure in progress

Aggregates measurements from many

sources Utilizes capabilities of many tools

Provides clarity for what is important

Government Performance


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ManagementBusiness

Bottom Line is clear:profitability

Measured on quarterlyprofitability

Bottom Line isfinancial

Budget is a guideline

Simple financial

measurements:revenue, expenditures,cost centres

Government

Government mandatesrequire many objectives

Measured on long-termoutcomes

Bottom Line isoutcomes

Budget is the law

Difficult financial

measurements:objectives, funds,projects


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Performance and Budget

Budget

Execution

Budget

Planning

Government

Objectives

Scenario

Planning

Budget

Forecasting

Performance

Monitoring

Budget

Review


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Inputs, Outputs, Outcomes Objective

Governmentdevelopment goal

Input

The money in thebudget

Output

The money spent

The items purchased

Outcomes

Results for the nationalinterest

To improve education and

literacy rates in remoteregions

$M earmarked for thispurpose

$M spent in 5 regions

2 schools built, 40additional teachers hired,250 computers and 1,500books purchased

Year 1: literacy testsincreased by 2%. Year 2:by 5%. Year 3: by 10%


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Current Situation

Mixed Capacity issues

Improvements in MTEF

Remains output focused

Better results in projects yet

Commercial performance managementsoftware not budget centric

10 S i O i t d A hit t (SOA)


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SOA will make todays ERP systems

look like yesterdays mainframe apps.

Bruce Richardson, AMR

ResearchAugust 2006

10. Service-Oriented Architecture (SOA)

O


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SOA Drivers

Promise of re-use: write once, use manytimes

Component-based architecturespromise of assemblingapplications from

parts Mix programming language, operating

system and middleware

Pick best-of-breedapplications

W b S i


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Web Services

registerdiscover

bind

C Si i


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Current Situation

Proven practical in Web 2.0

Business software:

Early & emerging

Rapid momentum

Revolutionizing enterprise software

Therefore Technical issues being solved


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Conclusions

I t th IFMIS f T


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Impact on the IFMIS of Tomorrow

Immediate Impact:

Consolidation Business Process Management Software as a Service

Long-Term Trend:

Performance Management

Major Change to IFMIS:

De-centralization Open SourceCommoditization of Software Stack ServiceOriented Architectures

Innovation Opportunities:

Web 2.0 Wireless Government

M d l


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Modular

d M d l


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and Modular


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modular, de-centralized & integrated

non-monolithic & multiple vendorswired & wireless

commodity & innovative

The Government IFMIS of

tomorrow will be:


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core

IFMIS decentralize

extend

measure

Citi C t i


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Citizen Centric

citizen


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more choices,

better choices,proven choices,

sustainable choices.

Governments will have:


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[email protected]

Conceptual Analysis


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Conceptual Analysis

Best tools and authors to analyzecomplex trends in high technology:

Geoffrey Moore on technology adoption

Clay Christensen on innovation

Marshall McLuhan on medium(enhancement, reversal, retrieval,obsolesce)

Gartner Group on technology hypecycle

Recommended Links


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Recommended Links The Future of Software:

http://www.forrester.com/Teleconference/Previous/Overview/1,5158,1411,00.html

The Future of Government Communications Networks:http://www.dts.ca.gov/news_events/ppt/Gartner_JoeSkorupa.ppt

Innovation Does Matter:http://fr.sun.com/sunnews/events/2006/may/symposium/pdf/paeinier_forrester.pdf

Vision 2010: http://www-03.ibm.com/industries/education/doc/content/bin/IBM_BCS_White_Paper_Vision_2010_Business_Applications.pdf

Information and communications for development 2006 : globaltrends and policies: http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB

/2006/04/20/000012009_20060420105118/Rendered/PDF/35924

0PAPER0In101OFFICIAL0USE0ONLY1.pdf Web 2.0 in Business:http://www.mckinseyquarterly.com/article_abstract.aspx?ar=1913&l2=13&l3=11&srid=9&gp=1

Recommended Links
http://www.forrester.com/Teleconference/Previous/Overview/1,5158,1411,00.htmlhttp://www.forrester.com/Teleconference/Previous/Overview/1,5158,1411,00.htmlhttp://www.dts.ca.gov/news_events/ppt/Gartner_JoeSkorupa.ppthttp://fr.sun.com/sunnews/events/2006/may/symposium/pdf/paeinier_forrester.pdfhttp://fr.sun.com/sunnews/events/2006/may/symposium/pdf/paeinier_forrester.pdfhttp://www-03.ibm.com/industries/education/doc/content/bin/IBM_BCS_White_Paper_Vision_2010_Business_Applications.pdfhttp://www-03.ibm.com/industries/education/doc/content/bin/IBM_BCS_White_Paper_Vision_2010_Business_Applications.pdfhttp://www-03.ibm.com/industries/education/doc/content/bin/IBM_BCS_White_Paper_Vision_2010_Business_Applications.pdfhttp://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/04/20/000012009_20060420105118/Rendered/PDF/359240PAPER0In101OFFICIAL0USE0ONLY1.pdfhttp://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/04/20/000012009_20060420105118/Rendered/PDF/359240PAPER0In101OFFICIAL0USE0ONLY1.pdfhttp://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/04/20/000012009_20060420105118/Rendered/PDF/359240PAPER0In101OFFICIAL0USE0ONLY1.pdfhttp://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/04/20/000012009_20060420105118/Rendered/PDF/359240PAPER0In101OFFICIAL0USE0ONLY1.pdfhttp://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/04/20/000012009_20060420105118/Rendered/PDF/359240PAPER0In101OFFICIAL0USE0ONLY1.pdfhttp://www.mckinseyquarterly.com/article_abstract.aspx?ar=1913&l2=13&l3=11&srid=9&gp=1http://www.mckinseyquarterly.com/article_abstract.aspx?ar=1913&l2=13&l3=11&srid=9&gp=1http://www.mckinseyquarterly.com/article_abstract.aspx?ar=1913&l2=13&l3=11&srid=9&gp=1http://www.mckinseyquarterly.com/article_abstract.aspx?ar=1913&l2=13&l3=11&srid=9&gp=1http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/04/20/000012009_20060420105118/Rendered/PDF/359240PAPER0In101OFFICIAL0USE0ONLY1.pdfhttp://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/04/20/000012009_20060420105118/Rendered/PDF/359240PAPER0In101OFFICIAL0USE0ONLY1.pdfhttp://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/04/20/000012009_20060420105118/Rendered/PDF/359240PAPER0In101OFFICIAL0USE0ONLY1.pdfhttp://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/04/20/000012009_20060420105118/Rendered/PDF/359240PAPER0In101OFFICIAL0USE0ONLY1.pdfhttp://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/04/20/000012009_20060420105118/Rendered/PDF/359240PAPER0In101OFFICIAL0USE0ONLY1.pdfhttp://www-03.ibm.com/industries/education/doc/content/bin/IBM_BCS_White_Paper_Vision_2010_Business_Applications.pdfhttp://www-03.ibm.com/industries/education/doc/content/bin/IBM_BCS_White_Paper_Vision_2010_Business_Applications.pdfhttp://www-03.ibm.com/industries/education/doc/content/bin/IBM_BCS_White_Paper_Vision_2010_Business_Applications.pdfhttp://www-03.ibm.com/industries/education/doc/content/bin/IBM_BCS_White_Paper_Vision_2010_Business_Applications.pdfhttp://fr.sun.com/sunnews/events/2006/may/symposium/pdf/paeinier_forrester.pdfhttp://fr.sun.com/sunnews/events/2006/may/symposium/pdf/paeinier_forrester.pdfhttp://www.dts.ca.gov/news_events/ppt/Gartner_JoeSkorupa.ppthttp://www.forrester.com/Teleconference/Previous/Overview/1,5158,1411,00.htmlhttp://www.forrester.com/Teleconference/Previous/Overview/1,5158,1411,00.html


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Recommended Links Ten Trends to Watch in 2006:

http://www.mckinseyquarterly.com/article_page.aspx?ar=1734&L2=21&L3=114&srid=190&gp=0 ERP Graveyard: http://www.erpgraveyard.com/ Is it time for Wikigov:

http://www.gcn.com/online/vol1_no1/43410-1.html ERP Consolidation May be Threatening Innovation:

http://searchcio.techtarget.com/originalContent/0,289142,sid19_gci1230304,00.html?track=NL-453&ad=580643&asrc=EM_NLT_1199477&uid=2151015

Does ERP Matter:http://www.infoworld.com/archives/emailPrint.jsp?R=printThis&A=/article/07/04/09/HNerpmatter_1.html

The Building Blocks of a Simpler Future are in Placehttp://www.accenture.com/Global/Services/By_Subject/Service_oriented_Architecture/R_and_I/BuildingBlocksPlace.htm
http://www.mckinseyquarterly.com/article_page.aspx?ar=1734&L2=21&L3=114&srid=190&gp=0http://www.mckinseyquarterly.com/article_page.aspx?ar=1734&L2=21&L3=114&srid=190&gp=0http://www.erpgraveyard.com/http://www.gcn.com/online/vol1_no1/43410-1.htmlhttp://searchcio.techtarget.com/originalContent/0,289142,sid19_gci1230304,00.html?track=NL-453&ad=580643&asrc=EM_NLT_1199477&uid=2151015http://searchcio.techtarget.com/originalContent/0,289142,sid19_gci1230304,00.html?track=NL-453&ad=580643&asrc=EM_NLT_1199477&uid=2151015http://searchcio.techtarget.com/originalContent/0,289142,sid19_gci1230304,00.html?track=NL-453&ad=580643&asrc=EM_NLT_1199477&uid=2151015http://www.infoworld.com/archives/emailPrint.jsp?R=printThis&A=/article/07/04/09/HNerpmatter_1.htmlhttp://www.infoworld.com/archives/emailPrint.jsp?R=printThis&A=/article/07/04/09/HNerpmatter_1.htmlhttp://www.accenture.com/Global/Services/By_Subject/Service_oriented_Architecture/R_and_I/BuildingBlocksPlace.htmhttp://www.accenture.com/Global/Services/By_Subject/Service_oriented_Architecture/R_and_I/BuildingBlocksPlace.htmhttp://www.accenture.com/Global/Services/By_Subject/Service_oriented_Architecture/R_and_I/BuildingBlocksPlace.htmhttp://www.accenture.com/Global/Services/By_Subject/Service_oriented_Architecture/R_and_I/BuildingBlocksPlace.htmhttp://www.accenture.com/Global/Services/By_Subject/Service_oriented_Architecture/R_and_I/BuildingBlocksPlace.htmhttp://www.accenture.com/Global/Services/By_Subject/Service_oriented_Architecture/R_and_I/BuildingBlocksPlace.htmhttp://www.infoworld.com/archives/emailPrint.jsp?R=printThis&A=/article/07/04/09/HNerpmatter_1.htmlhttp://www.infoworld.com/archives/emailPrint.jsp?R=printThis&A=/article/07/04/09/HNerpmatter_1.htmlhttp://searchcio.techtarget.com/originalContent/0,289142,sid19_gci1230304,00.html?track=NL-453&ad=580643&asrc=EM_NLT_1199477&uid=2151015http://searchcio.techtarget.com/originalContent/0,289142,sid19_gci1230304,00.html?track=NL-453&ad=580643&asrc=EM_NLT_1199477&uid=2151015http://searchcio.techtarget.com/originalContent/0,289142,sid19_gci1230304,00.html?track=NL-453&ad=580643&asrc=EM_NLT_1199477&uid=2151015http://searchcio.techtarget.com/originalContent/0,289142,sid19_gci1230304,00.html?track=NL-453&ad=580643&asrc=EM_NLT_1199477&uid=2151015http://www.gcn.com/online/vol1_no1/43410-1.htmlhttp://www.gcn.com/online/vol1_no1/43410-1.htmlhttp://www.gcn.com/online/vol1_no1/43410-1.htmlhttp://www.erpgraveyard.com/http://www.mckinseyquarterly.com/article_page.aspx?ar=1734&L2=21&L3=114&srid=190&gp=0http://www.mckinseyquarterly.com/article_page.aspx?ar=1734&L2=21&L3=114&srid=190&gp=0

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2007 05 Ifmis of Tomorrow